Annual Report For the year ended March 31, We Are Pursuing...

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1 Annual Report For the year ended March 31, We Are Pursuing...

2 Confidence in Motion Confidence in Motion is a unified global brand statement that encapsulates the aim of the Subaru brand. Confidence reflects our approach towards reliable automobile manufacturing dating back to the Subaru 360 and the relationship of trust that we have built with customers by providing enjoyment and peace of mind. In Motion expresses Subaru s resolve to enhance customer trust by proactively staying abreast of changing trends. Through Confidence in Motion, Subaru aims to meet customer expectations for the freedom and fulfillment enabled by Subaru s uniquely satisfying driving experience. FUJI HEAVY INDUSTRIES LTD. ANNUAL REPORT 2011

5 Subaru successfully concluded its four-year, mid-term management plan that commenced in We achieved record-breaking consolidated unit sales, net sales and net income in fiscal 2011, ended March 31, We were able to surpass the final-year targets of consolidated operating income of 80.0 billion, an operating margin of 5% and ROA of 7%. During the course of the plan, the value of the yen exceeded every forecast and the global economy slumped in the wake of the Lehman Shock. Consequently, we were faced with a crisis, recording losses in fiscal 2009 for the first time in 15 years, which led to the decision not to pay dividends. Despite these extraordinary events, performance was driven by higher sales in the United States, China and other overseas markets following the development of globally oriented model designs for Subaru s mainstay Impreza, Forester and Legacy from 2007 onward. During the final stage of the plan, the environment in which Subaru operates changed dramatically following the Great East Japan Earthquake. Yet, the direction outlined by the previous midterm management plan was ultimately affirmed. FHI has decided that now is the right time to promote a new president. Simultaneously, FHI will introduce a new mid-term management plan, which starts from fiscal 2012, in line with the new Subaru and the guiding principle, Confidence in Motion. Pursuing Greater Integration 3

6 MESSAGE FROM THE CEO We met the final targets set in the previous mid-term management plan, with operating income exceeding 80.0 billion and an operating margin of 5.3%. IKUO MORI Representative Director of the Board, Chairman and CEO Achieving Our Targets in the Final Year of the Mid- Term Management Plan In fiscal 2011, sales volume stood at 657 thousand units, net sales were 1,580.6 billion, operating income amounted to 84.1 billion and net income totaled 50.3 billion. Although the Great East Japan Earthquake caused us to fall one step short of full-year forecasts made during the third quarter financial account settlement, we recorded the highest ever unit sales, net sales and net income. At the same time, we met the final targets set in the previous mid-term management plan, with operating income exceeding 80.0 billion and an operating margin of 5.3%. Subaru automobile sales fell year on year due to the major impact of the discontinuation of the eco-car subsidy system and the disaster. However, overseas sales of Subaru s mainstay Legacy, Forester and Impreza remained favorable, leading to an increase in performance in all overseas markets compared with the previous fiscal year. For the first time ever, overseas net sales exceeded 70%. The just-concluded mid-term management plan outlined five key initiatives. In spite of harsh operating conditions characterized by a major falloff in demand due to the strong yen and the Lehman Shock, these initiatives helped prove that the direction we took was ultimately correct. As a result of the Great East Japan Earthquake, FHI recorded an extraordinary loss of 7.4 billion. This amount includes roughly 5.0 billion for fixed costs related to suspended operations. Approximately 2.5 billion was applied to the loss of inventories as well as the loss and the restoration of fixed assets. Reduced operations following the disaster had a major impact on operating income in fiscal Increased Sales in the United States, Subaru s Most Important Market, Spurs Performance Sales in the United States are the key reason we achieved the targets of the mid-term management plan. Sale volume in the United States increased from 217 thousand units in 2009 to 264 thousand units in 2010, reaching a market share of 2.2%. Surmounting 200 thousand units and achieving a market share of 2% were targets established when I became chief general 4 FUJI HEAVY INDUSTRIES LTD. ANNUAL REPORT 2011

7 way through the plan. This garnered much interest and stood in contrast to the major year-on-year drops in sales suffered by many competitors. Taking advantage of this forward momentum, we decided to release the Legacy in 2009, sparking a dramatic leap in showroom traffic. Subaru took steps to adjust its automobile sizes to global standards while improving fuel economy. At the same time, the switch by customers from large-sized SUVs to Subaru automobiles led to an upswing in sales. In fiscal 2009, Subaru sold 17 thousand units following the introduction of the cash manager of the Overseas Sales & Marketing Division in I could not, however, have predicted that unit sales would rise to this extent. Looking back, our intention to increase overseas sales by focusing on the United States, our most important market, was outlined in the just concluded mid-term management plan. In 2007 and 2008, Subaru introduced the Impreza and Forester to the U.S. market with the aim of expanding global sales. Both became successive hits. Consequently, Subaru actually experienced increased sales despite the U.S. financial crisis that occurred halffor clunkers incentive program, which encouraged the purchase of new automobiles. In contrast, trade-ins of Subaru vehicles under this program stood at only 173 units. This underscores my belief that the Subaru brand is increasing in popularity. There are approximately 620 Subaru dealerships in the United States. During the course of the mid-term management plan, we increased quality in this area by upgrading systems that allow for more precise follow up with dealers while replacing nearly 40% of all dealers. Consequently, we have significantly bolstered dealer Performance Overview Billions of yen (Forecast) FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 Automobiles Sales Volume (thousand units) Net Sales 1, , , , , , ,480.0 Operating Income (Loss) (5.8) Ordinary Income (Loss) (4.6) Net Income (Loss) (69.9) (16.5) Capital Expenditures Depreciation Expenses R&D Expenses Interest-Bearing Debt Exchange Rate ( /$, non-consolidated) ROE ROA* Total Assets 1, , , , , ,188.3 Net Assets** * ROA was calculated as (operating income + interest and dividend income)/(average of assets at the beginning and end of the term) ** Net Assets for the year ended March 2006 was the figure of total shareholders equity. 5

8 morale and their management foundation. Amid a recovery in overall demand in the United States, if Subaru is able to maintain its current market share of 2%, it will attain its forecasted sales volume of 300 thousand units. At present, we face another crisis caused by a lack of inventory following the disaster in Japan. This crisis is fundamentally different from what we confronted following the Lehman collapse, but it is still unfortunate that we are unable to meet the current level of demand as a result of this event. For the foreseeable future, we aim to achieve sales of 300 thousand units and prevent our market share from falling. This is our number one goal. Subaru s Survival Hinges on Rejuvenating Operations in Japan At the start of the mid-term management plan four years ago, the domestic market was forecast to become increasingly severe. To achieve the plan, we clearly needed to focus on overseas sales. As a result, we decided to undertake global product planning. However, we could not forget about domestic profitability. To survive and thrive amid harsh conditions characterized by shrinking domestic demand, Subaru promoted the direct control of wholly owned distributors in Japan. We aim to achieve sales of 300 thousand units in the United States and prevent our market share from falling. This is our number one goal. REVIEW OF THE PREVIOUS MID-TERM MANAGEMENT PLAN (FISCAL ) Targets VS Actual Results Units of Sales (non-consolidated) Actual Results FY2007 Targets of FY2011 Actual Results FY thousand 683 thousand 657 thousand Operating Income 47.9 billion 80.0 billion 84.1 billion Operating Income Margin 3.2% 5% or more 5.3% /$ rate Retail Sales in U.S. (Unit) 300, ,000 (%) Achievements Sharing the mind of Customers come first within group Globalization of products World s leading safety performance Expanding the sales in U.S., as most important market Reform of profit structure by leaning cost 100, CY Retail Sales Market Share 6 FUJI HEAVY INDUSTRIES LTD. ANNUAL REPORT 2011

9 In addition, Subaru decided to withdraw from the development and production of minicars. This was an emotional decision since these operations had always been at the core of the Company. Withdrawing from minicars has been the catalyst to reduce fixed costs, shift towards passenger cars and improve overall sales and services at our dealerships. All of these have improved profitability. Half a year ahead of schedule, we established core distributors by consolidating the 46 dealerships nationwide into 23. A virtuous circle emerged as visible increases in income led to higher morale, which, in turn, translated to further improvements. In short, the domestic sales system has been completely overhauled, reducing the break-even-point from 300 thousand units to approximately 165 thousand units. Progress Continues through FHI s Alliance with the Toyota Group The alliance that we commenced with the Toyota Group in 2005 has made steady progress based on a policy of pursuing a win-win relationship for long-term competitive growth. During the mid-term management plan, this partnership specifically led to Subaru of Indiana Automotive, Inc. (SIA) commencing production of the Toyota Camry in SIA s manufacturing of 100 thousand units per year not only contributes to increased profits through the reduction of fixed costs but also has major benefits in terms of the exchange of production technology. Beyond this, the supply of new compact cars and minicars on an OEM basis is going almost according to plan. In addition, we are steadily completing joint development of front-engine, rear-wheel drive compact sports car with Toyota, which we aim to release in spring Looking ahead, Subaru will maintain its distinctiveness while continuing the win-win relationship with Toyota. Strengthening Production Capacity Is an Urgent Issue During the implementation of the mid-term management plan, insufficient production capacity became an issue. Even during the 2008 financial crisis, sales regularly outpaced production. We were making investments to upgrade the production capacity of our existing facilities to keep pace with sales when the Great East Japan Earthquake struck. In light of damage sustained to certain production and R&D facilities, we were forced to immediately suspend operations. As a result of exhaustive efforts, it only took three days to restore production lines. However, we were unable to surpass record-breaking unit sales because of the significant impact that losing two thirds of our production had during March, a period when domestic demand is at its peak. For me, this was a regrettable first. In my 41 years working at Subaru I had never experienced a situation in which we were unable to sell vehicles because of diminished manufacturing capacity. CLOSE UP MARKETING THAT SUPPORTS ROBUST PERFORMANCE Subaru s award-winning movie The Car Parts In May 2011, the One Show advertising awards announced in New York that the Subaru brand movie The Car Parts won the silver medals in the Broadcast Design category in recognition of its design excellence. In addition, the Mediocrity advertising campaign produced by Subaru of America, Inc. (SOA) was awarded a Webby Award in the automobile category and a gold medal at the International Automotive Advertising Awards. These distinctions call attention to outstanding marketing efforts that are increasing the value and recognition of the Subaru brand. The One Show Pencil trophy The One Show award showcases excellence in advertising and ranks as one of the world s top three advertising awards along with the Cannes Lions International Advertising Festival and the Clio Awards. Each year a variety of work is judged by an international jury of advertising producers, making this a much sought-after prize worldwide. Referred to as the Academy Awards of the Internet, the Webby Awards is the leading international award honoring excellence on the Internet. Awards are determined based on votes cast by both web specialists and regular members of the online community. The International Automotive Advertising Awards was established in 1995 to showcase excellence in automotive advertising and marketing. 7

10 CLOSE UP HIGHER-THAN-EXPECTED INSTALLATION RATES OF SUBARU S EyeSight IN THE DOMESTIC LEGACY Expected Installation Rates 30% Actual Installation Rates 80% Image of EyeSight The EyeSight Mechanism The EyeSight is equipped with two stereo cameras to maintain constant awareness of road conditions in front of the vehicle. This system functions in the same manner as the human eye. Images received by the stereo cameras are processed at ultrahigh speed by the specialized 3D-image processing engine to determine the distance, location and speed of objects. When a potential collision hazard is detected based on data sent mainly from sensors installed in the engine and Vehicle Dynamics Control (VDC), an alarm sounds to warn the driver and the brakes are activated. These functions help to avoid collisions as well as reduce collision damage. External Recognition Received a prize at the Technology of the Year Awards (Sponsor: Automotive Researchers & Journalists Conference of Japan (RJC)) Received a prize at the Japan Automotive Hall of Fame Association s (JAHFA) Car Technology of the Year Awards (Sponsor: JAHFA) Despite our desire to restore full operations as soon as possible, we expect production in Japan to remain at 60% until the second quarter while SIA s operations are expected to be capped at 80%. We aim to return to full operations in October. Despite issues related to stable power supply, if component supplies are restored to normal levels, major automakers with high production capacity will be able to rapidly regain their losses. Being accustomed to operating at full capacity, Subaru must now deal with the critical challenge of catching up after operations are restored. To address this problem, we are currently directing business resources to bolster production capacity. In light of increasing sales volume in the United States and emerging markets, expanding local production overseas is an urgent issue. In particular, we are accelerating initiatives in response to the Chinese market. Amid demand topping 18 million vehicles in China, Subaru sold 62 thousand units in the previous year. We believe China is a suitable market for Subaru automobiles, and we are investigating local production given the unmistakable sales opportunities the country offers. We aim to capture a 1% share of the Chinese market in the medium term with sales of 180 thousand units. Following China, the ASEAN region is another very attractive market. We are examining methods to undertake local production in careful consideration of numerous factors. In addition, the shift to local production will enable us to efficiently channel domestic production capacity towards the development of other emerging markets. Unique Technology is the Essence of Subaru s Distinctive Driving Experience We are not mass marketers. Through the provision of distinctive Subaru technology, customers recognize the value of our vehicles. Based on this, we are employing a strategy of offering products with relatively higher price points. Our focus on safety is one aspect of manufacturing distinctively Subaru automobiles. Subaru is increasing Active Safety features by refining driving stability through our all-wheel drive and horizontally-opposed engines. Moreover, the superior features of Subaru s Passive Safety have been recognized globally, thanks to its excellent safety performance during collisions. We have taken safety to a higher level through collisionfree cars (pre-crash safety) enabled by the use of Subaru s EyeSight Active Driving Assist System (version 2). At present, the installation rate of EyeSight (which is being optionally installed only in the domestic Legacy & Outback models) has reached 80%, far exceeding the initial projected rate of 30%. Customers who experience the collision avoidance and driver burden reduction functions of EyeSight, even just one time, view them as absolutely indispensable. EyeSight is gradually evolving as a unique technology that is playing a major role in defining the Subaru brand. Regarding the all new Impreza, we are tirelessly pursuing the development of an automobile that customers will easily recognize in terms of value, attractiveness and safety. 8 FUJI HEAVY INDUSTRIES LTD. ANNUAL REPORT 2011

11 In Conclusion In light of the series of achievements brought about by our efforts to implement the mid-term management plan as well as the commencement of the new mid-term management plan, we have reached a critical stage. I consider this to be the best time to change president in order to further the major innovations being implemented under Subaru s new management system. As such, the entire organization must undergo constant innovation. To date, Subaru has repeatedly experienced both improvements and downturns in operations. Although the direction Subaru must take has not changed, it is the duty of management to develop a growth trajectory through new ideas and strategies that focus on taking advantage of favorable opportunities while refreshing top management. FHI s new president, Yasuyuki Yoshinaga, possesses a broad strategic viewpoint and most decidedly has the ability to realize the Company s goals. I have every confidence that he is the most suitable person to lead Subaru to further growth in the future. During my five-year term as president of FHI, I carried out my duties with the goal of obtaining results. Although there is much left to accomplish, the direction we have taken has translated into tangible success. Looking ahead, President Yoshinaga will be in charge of the execution of all automobile operations as COO. In my capacity as CEO, I will oversee disaster countermeasures, develop guidelines for the internal Companies (excluding the Aerospace Company) and manage projects related to China. I feel that Subaru is currently undergoing gradual change. It is our aim to work toward future breakthroughs by improving Subaru s dynamism under the guiding principle, Confidence in Motion. In the years ahead, please stay tuned for even greater achievements from Subaru. Ikuo Mori Representative Director of the Board, Chairman and CEO I consider this to be the best time to change presidents in order to further the major innovations being implemented under Subaru s new management system. 9

12 MESSAGE FROM THE COO Subaru will increase its corporate value and realize further growth through Motion-V. YASUYUKI YOSHINAGA Representative Director of the Board, President and COO Building on the Success of the Previous Mid-Term Management Plan to Achieve Sustainable Progress Subaru s previous mid-term management plan began in fiscal Centered on the philosophy, customers come first, two of the initiatives outlined in the plan were: (1) provide a distinctive Subaru experience for drivers and passengers, and (2) increase sales globally. As a result, unit sales rose significantly in North America, China and other markets. At the same time, we were able to noticeably improve our profit structure by promoting the direct control of wholly owned distributors in Japan. These successes enabled Subaru to exceed its target with operating income of 84.1 billion despite a foreign currency exchange rate of 86 to the U.S. dollar, which greatly surpassed the 110 forecasted during the plan s formulation. In spite of major sales growth in the United States and China, various issues remain. These include unit sales that are still low compared with other automakers and the ongoing ineffectiveness of Subaru s initiatives in emerging markets. We recognize that the direction established in the previous mid-term management plan proved to be correct. With the launching of the new mid-term management plan Motion-V, we will continue the initiatives promoted in the previous plan while pursuing sustainable progress in the years ahead. To this end, we must focus our energy on tackling outstanding issues with a healthy sense of urgency. As we consolidate our market foothold over the fiveyear period established by the new mid-term management plan, we aim to achieve annual unit sales of one million units within the next 10 years. To this end, we established the new action guideline, Confidence in Motion. Since the release of the Subaru 360 in 1958, the Company has been building a relationship of trust with its customers by providing unique products that make use of its original technologies, including the horizontallyopposed engine and Symmetrical All Wheel Drive (AWD). The new plan forces us to once again reexamine this core aspect of Subaru in order to achieve greater growth in the future. The reason all employees perform their duties with a constant focus on providing products and services trusted by customers is due to the Subaru philosophy of customers come first. There is however a flipside: Taking on new challenges has never been one of Subaru s strengths. Amid constantly changing market 10 FUJI HEAVY INDUSTRIES LTD. ANNUAL REPORT 2011

13 conditions, we must accept new challenges to further strengthen the customer relationship, inspiring confidence through our commitment to Engineering excellence. Based on the Confidence in Motion action guideline, Subaru will increase its corporate value and realize further growth through the following three initiatives outlined in Motion-V. 1. Provide a Distinctive Subaru Experience The aim of Motion-V is to achieve Subaru s management vision of being a compelling company with a strong market presence. Understanding the true meaning of this vision is more important now than when it was formulated 15 years ago. As a niche manufacturer that possesses a 1% share of the global automobile market, the word presence is very important for Subaru. In spite of low unit sales, Subaru has remained in business for the past 60 years by maintaining a constant market presence. We continue to display our presence through a variety of initiatives that I will discuss below. In order to create a unique market presence, we provide a distinctive Subaru experience for drivers and passengers by offering original value focusing on Enjoyment and peace of mind. Subaru strives for drivability that incorporates not only sporty handling but also safety. To this end, we are pursuing superior driving performance and danger avoidance through our horizontally-opposed engine and Symmetrical AWD; maintaining top-level collision safety capabilities; gradually expanding the EyeSight Driving Assist System to overseas markets; and thoroughly improving all-around safety. Regarding our environmental responsiveness, we will gradually install the new horizontally-opposed engine and Lineartronic-CVT (Continuously Variable Transmission) with the goal of improving the fuel economy of all Subaru vehicles by approximately 30%. In 2013, Subaru is scheduled to launch its first hybrid vehicle, which will be equipped with a horizontally opposed engine. This release has been greatly anticipated by the market. Starting with the U.S. market, Subaru will introduce the new model Impreza in 2011 as part of an effort to expand its product portfolio. This release is in line with our aim to provide a distinctive Subaru experience for drivers and passengers. During the period of the new mid-term management plan, one Subaru automobile brand per year will undergo a full model change. At the same time, we will proactively release new Subaru models. In 2011, Subaru will introduce the Subaru XV to the crossover segment, an area in which the Company excels. In 2012, we plan to launch the Subaru BRZ, a new front-engine, rear-wheel drive sports car jointly developed with Toyota as well as a new model in As part of our efforts to provide a distinctive Subaru Pursuing Specific Goals 11

14 experience for drivers and passengers, we will implement the market strategies and sales growth measures, discussed below, to prevail over the competition. We will also take steps to develop an appropriate level of production. Through these measures, we aim to surpass sales of one million units within a decade. 2. Accelerate Sales Expansion It must be recognized that today s global automobile industry is growing. According to surveys conducted by various market research firms, the total sales volume of the automobile industry is expected to increase between 90 million and 100 million units in The ongoing need to display our presence in the growing global automobile market is vital to retaining our 1% share of the global market. As such, achieving the goal of one million units sold is not simply a matter of increasing sales volume but is also central to the promotion of sustainable progress, which reflects increases in overall demand. The United States and China are the key markets for realizing this growth. For Subaru, it is critical to fully retain its share of the key U.S. market and avoid delays in its expansion into such emerging markets as China, which is growing rapidly. In fiscal 2016, the final year of the mid-term management plan, we aim to increase sales by 70 thousand to 380 thousand units in North America compared with fiscal 2011 and by 120 thousand to 180 thousand units in China. Combined with unit sales of 270 thousand in Japan, Europe and Australia as well as 70 thousand in other regions, Subaru anticipates sales volume to grow by 230 thousand to 900 thousand. We intend to maintain a 2% share in the key U.S. market. Taking advantage of Subaru s strengths in the crossover segment (which it had a pioneering role in developing), we plan to increase unit sales of sedans, a high volume sales area. Consequently, much is expected of the new model Impreza. Subaru s sales in China have grown remarkably. However, major obstacles remain regarding Subaru s FIVE CHALLENGES OF MID-TERM MANAGEMENT PLAN MOTION-V 1. Guiding principle for all activities Confidence in Motion Guiding principle for all activities: Confidence in Motion With the basic philosophy of customers come first, Provide distinctive Subaru experience Strengthen sales force and the availability of automotive supply, Accelerate sales expansion 4. Overhaul of cost structure and promoting alliance with Toyota, Solidify operational foundation 5. Back up concrete approaches for business, Improvement in Management Strategic Direction for Growth Provide distinctive Subaru experience Brand, Technology and Products Accelerate sales expansion Sales and Production Solidify operational foundation Quality, Cost and Alliance Improvement in management Human resources, Corporate governance etc. 12 FUJI HEAVY INDUSTRIES LTD. ANNUAL REPORT 2011

15 efforts to penetrate the world s largest consumer market due to its low sales volume compared with total demand. To avoid getting submerged in the Chinese market, we aim to build a network of 250 dealerships by 2015, approximately twice the current number, and increase sales to 180 thousand units, triple the present amount. We are currently exploring the possibility of joint production in China, which is essential for realizing the aforementioned goals. By promoting local production in China, Subaru plans on increasing its overseas production ratio from 26% to about 40%. 3. Solidify Our Operational Foundation The key to solidifying Subaru s operational foundation lies in product quality and cost improvement. Subaru addressed past difficulties related to its high cost structure in the previous mid-term management plan. Motion-V aims to reduce costs related to the new development of existing models by 20% and overall development investment by 30%. I believe that our efforts to thoroughly improve product quality and decrease costs will strengthen Subaru s operational capacity. In addition, Subaru will pursue greater mutual competitiveness over the long term through its business alliance with Toyota. Examples of our successes to date enabled by this alliance include Subaru of Indiana Automotive, Inc. s (SIA) contracted manufacturing of the Toyota Camry and the supply of new compact cars and minicars from the Toyota Group on an OEM basis. Subaru is scheduled to release a new front-engine, rearwheel drive sports car jointly developed with Toyota in Through these initiatives, Subaru is pursuing a win-win relationship with Toyota that will foster the future development of both companies. The Outlook for Fiscal 2012 For fiscal 2012, Subaru projects decreases in net sales, operating income and net income of 1,480 billion, 30 billion and 35 billion, respectively. Despite efforts to recover lost production volume in the second half of fiscal 2012, the annual sales volume is expected to decline 25 thousand units year on year to 632 thousand units. This is attributable to the major impact of disaster-related production shortages in the first half that lowered sales volume by 79 thousand units compared with the previous fiscal year. To encourage future growth, we plan to invest in the production of new engines and CVTs as well as increase experiment- and research-related spending on new products. In addition, Subaru will concentrate its efforts on maintaining operating income of 30 billion in fiscal 2012 while steadily implementing the various initiatives established by Motion-V. Aiming to be a compelling company with a strong market presence, all Subaru employees will work together to implement the initiatives outlined in the new plan. I look forward to your continued understanding and support in the years ahead. Yasuyuki Yoshinaga Representative Director of the Board, President and COO According to sustainable progress, which reflects increases in overall demand, we aim to surpass sales of one million units within a decade. 13

16 SPECIAL FEATURE: SUBARU S PRODUCTION STRUCTURE We will restore production volume to pre-disaster levels and develop a stable production system by augmenting production capacity. Such actions will ensure the supply of high-quality Subaru vehicles to customers worldwide. Masahiro Kasai Corporate Senior Vice President Chief General Manager Subaru Manufacturing Div. Achieving the Early Restoration of Operations Following the Disaster Striking on March 11, 2011 at 2:46 p.m., the Great East Japan Earthquake began with a shudder and vertical shaking. Registering at a lower six on the seven-point Japanese seismic intensity scale, the earthquake then violently rocked sideways to such a degree that people were unable to stand. At the Gunma Plant, an evacuation order is automatically broadcast in the event that an earthquake exceeds magnitude four. Following predetermined procedures, all of the Gunma Plant s approximately 9,000 employees safely evacuated in around 30 minutes. I was deeply relieved that the emergency evacuation drills we conduct on a daily basis proved to be effective. Given the uncertainty of the situation, however, we were fully focused on pressing issues, including the safety of employee families as well as the extent of damage to plant facilities and the supply chain. Immediately following the earthquake, we established an emergency response headquarters, cancelled the evacuation order after trained employees verified the safety of the plant, and made a concerted effort to determine the level of damage sustained. In an effort to gain control of the situation, we decided to resume operations on March 14 and took steps to determine each department s responsibilities. To this end, we prepared a disaster response report. Fortunately, we were able to confirm that no one was seriously injured. By the end of the day, we verified the damage to the minicar production plant, the Oizumi Plant (which manufactures engine and transmissions), and other Subaru facilities. The status of the Yajima Plant, which produces passenger cars, was confirmed the following day. This delay was caused by a power outage that made it impossible to determine the safety of the painting station, which has no access to outside light. At the same time, the purchasing division contacted each of Subaru s business partners to assess the status of March 11 March 12 March 14 Issued evacuation order immediately after the Great East Japan Earthquake and confirmed zero employee injuries Verified the safety of each plant and the extent of damage as well as undertook repairs A car body shaken loose from an overhead clamp (Yajima Plant) Fallen piping (Oizumi Plant) Decided to suspend operations, despite repairs enabling plant test runs, based on the status of our suppliers and electric power supply 14 FUJI HEAVY INDUSTRIES LTD. ANNUAL REPORT 2011

17 employee injuries, along with damage to facilities and supply systems. In addition, we quickly secured the external resources needed for repairs and to restore operations. All stations in the plant were visually checked by the evening of March 12. Thanks to the exhaustive efforts of 1,500 employees over March 12 and 13, we conducted test runs on March 14 and resumed operations on March 15, only a day later than planned. New Challenges Posed by Scheduled Blackouts and Parts Supply Difficulties The issue we faced immediately following the disaster was how to respond to planned blackouts implemented from March 13 by the Tokyo Electric Power Company. There were two major problems caused by these blackouts. First, any power disruption would be disastrous for the Oizumi Plant s heat treatment furnace, a production process that operates 20-hours per day without interruption. Second, power outages of just two to three hours require extra time to shut down and restart the plant s computers, greatly reducing production time. In response, the Yajima and Oizumi plants began using inhouse power generation systems to supply electricity for the heat treatment process. In addition, these plants maintain electric generators to provide power to computer systems. Such measures have made it possible to avoid being affected by planned blackouts. We also shifted the operation of press and other energy-intensive processes to the evening. Despite restoring operations faster than initially estimated, we were forced to subsequently suspend production and deliveries in response to problems arising from planned blackouts and delays in parts supply. Owing to tireless efforts to determine the status of partner business operations and secure parts, we commenced production of minicars on March 31 and passenger cars on April 6. However, the number of Subaru automobiles (including minicars) produced domestically in March plunged from 40,729 units in the previous month to 16,530 units, one third of that recorded for March U.S.-based Subaru of Indiana Automotive, Inc. (SIA) had been maintaining full production capacity on the back of strong sales of the Legacy and Outback. In light of the disaster, however, our ability to supply SIA with CKD* components became very uncertain. In order to avoid a suspension of production in the United States, Pursuing Stable Supply March 23 March 24 March 31 April 6 Resumed production of parts for U.S.-based Subaru of Indiana Automotive, Inc. (SIA) in stages after securing supply Resumed spare parts production in stages after securing supply Resumed production of minicars in stages after securing supply Resumed production of passenger cars in stages after securing supply 15

18 we placed the highest priority on supplying components that had become difficult to procure. On March 23, the Oizumi Plant resumed production of engine components and transmissions to be sent to SIA. Amid these circumstances, SIA had two choices. The first was to maintain production at the current level, which requires a two-shift work system. The second was to decrease production volume in order to prolong operations. However, if SIA chose to reduce production volume too drastically, it would be unable to return to normal levels, even after component supplies resumed. Given Subaru s limited production capacity, sharp drops in production volume are unsustainable. Consequently, SIA limited production to 70% by suspending all overtime and holiday work until supply lines in Japan were fully restored. In response to parts supply issues within Subaru s supply chain, we have increased the number of supply routes, secured replacement parts and changed product designs. Thanks to these efforts, along with the help we provided suppliers to rapidly restore their operations, we have completely solved our supply chain problems. *Completely knocked down or unassembled components Developing Systems to Regain Lost Production Volume in the Second Half of Fiscal 2012 The mainstay Yajima Plant has a maximum production capacity of 400 thousand vehicles per year. By operating at full capacity, we were able to fill orders for 657 thousand finished units in fiscal 2011, the first time consolidated sales volume has ever exceeded 600 thousand units. Following the Lehman collapse, however, we experienced difficulties caused by overstaffing. To avoid repeating this situation, we maintain staffing levels between upper and lower requirements based on Subaru s sales forecasts. As in the case of the previous fiscal year, when we experienced an increase in orders, we can maintain full production through overtime and holiday work. The staff at Subaru s plants consists of regular employees, temporary workers and personnel from other departments that assist in production when needed. We have made an effort to optimize human resources to address the rapidly changing circumstances currently confronting us by transferring personnel back to their original departments when necessary. We were able to increase the production capacity of the Yajima Plant by approximately 5% to 420 thousand units per year. This was due to undertaking the emergency measures mentioned above, using the holiday periods in May and August to upgrade facilities and improving production speed. To comply with new regulations for reducing power usage by 15% from July onward, we commenced weekend operations and implemented various electricity conservation measures. Moreover, we introduced additional in-house power generators in August. In combination with existing power generation equipment, we have been able to produce approximately 60% of the plant s power usage internally. As a result of these initiatives, we expect the number of automobiles produced in the second half of fiscal 2012 to increase 34.6% to 288 thousand units. This projected rise in production will more than offset a forecasted year-on-year decrease of 28.6% to 175 thousand units in the first half and is a 0.9% rise compared with the previous full fiscal year. Continuing to enjoy the momentum created by favorable sales, SIA plans to boost production 1.5% year on year to 167 thousand units by producing 99 thousand units in the second half. Delivering High-Quality Subaru Automobiles as Quickly as Possible Issues still remain regarding our plans to rapidly shift to full production after power conservation directives are discontinued in late September. We are urgently securing the personnel needed to increase production. Since the end of June, we have accelerated efforts to recruit temporary workers, with plans to increase the staff from 1,100 to 1,500 employees. In retrospect, I believe that our ability to rapidly bounce back from the damage to factories caused by the disaster underscores the success of the multiple capabilities concept promoted by Subaru. For a small automobile manufacturer like Subaru, being competitive globally depends on the versatility of each employee. For example, production line staff being able to repair equipment or maintenance staff who can make qualityrelated judgments. Through programs intended to pass along skills from experienced employees to new ones, it is a tradition at Subaru to cultivate personnel who possess a wide range of abilities. Owing to these initiatives, we were able to restore operations at all Subaru plants faster than expected. Quickly adapting to changing circumstances was a challenging but valuable experience. Our inability to meet the Company s supply obligations was the most difficult ordeal of all. This meant that we could not fill orders, forcing customers to wait before receiving their purchases. Overcoming this situation and restoring Subaru s impressive production capability without a doubt increases employee motivation. Supplying high-quality Subaru vehicles as soon as possible to car lovers worldwide is my greatest aspiration. 16 FUJI HEAVY INDUSTRIES LTD. ANNUAL REPORT 2011

19 SPECIAL FEATURE: SUBARU S SAFETY CONCEPT meeting customer demand through superior technologies, encompassing product planning, design and development. Where we encounter shortcomings, we will aggressively develop new technologies and incorporate them into our products. We are confident that such diligence is appreciated by our customers. In our chosen technological field, good enough is never enough. The final product, namely automobiles, will change greatly depending on which features are enhanced. Our planning, design and development divisions share the development philosophy of offering customers reliability and driving pleasure by integrating our superior technologies. Subsequently, the manufacturing division undertakes operations with the determination to realize whatever is necessary to bring enjoyment to customers. We work to achieve a distinctive Subaru experience by leveraging our organizational strengths. This involves open dialog and cooperation among the planning, design, development, manufacturing and sales divisions. What Safety Means to Subaru Taking on the challenge of producing enjoyable and safe automobiles is the source of Subaru s superior safety performance. Yoshio Hirakawa Corporate Vice President Senior General Manager Subaru Engineering Div. The Development of Superior Products Underpins Subaru Automobiles and airplanes are unique products because people physically get inside and operate them. This feature differentiates them from most products, which are operated from the outside, including cameras and televisions. Responding accurately to the will of the driver, an attractive feature of automobiles is their ability to magnify individual desires and abilities. Improperly used or in the event of an unexpected collision, automobiles can also be dangerous. Our customers select Subaru over dozens of automobile brands worldwide. We are committed to The essential function of automobiles is to safely, inexpensively and quickly transport people and objects. In addition to fulfilling this basic function, Subaru produces vehicles that are attractive because they conform to driver sensibilities and provide ideal handling. We believe the level of safety required for automobiles not only involves collision protection, but is also achieved by tailoring vehicle maneuverability to human senses. Maintaining comfortable driving conditions helps to realize optimal automobile safety. When a vehicle responds exactly as expected, this leads to greater driver safety and comfort as well as an enjoyable ride for passengers from start to finish. This is Subaru s concept of safety. 17

20 The Evolution of Safety at Subaru Subaru seeks to produce automobiles with the ability to sense and avoid danger. This involves preventing vehicles from spinning due to sudden driver action; enabling vehicles to avoid anything darting out in front; and maintaining stable performance despite erratic driving. This is our fundamental approach to safety. Building and maintaining trust with customers is the foremost mission of Subaru s engineering division. Especially since we increased the size of our main models in 2007 to meet global market expectations, customers are gradually recognizing the attractive new features of Subaru automobiles. They appreciate the way a Subaru effectively handles even in dangerous situations. THE SAFETY OF SUBARU VEHICLES IS RECOGNIZED WORLDWIDE Europe The European New Car Assessment Programme (Euro NCAP) The Legacy garnered the highest rating of five stars by the Euro NCAP, which provides assessments of the overall safety performance of new vehicles sold in Europe. * Test vehicles are evaluated using European specifications. Australia Australasian New Car Assessment Program (ANCAP) Safety ratings are based on standards specific to individual countries By enhancing such features, the popularity of Subaru automobiles is taking a significant leap forward. At the same time, it is vital that we focus on developing this rapidly evolving technology. Beyond basic safety, these efforts involve the concept of making drivers and passengers feel secure. Safety That Reflects Actual Driving Conditions The difference in driving conditions from one country to the next is an important aspect of safety. In Japan, automobiles, motorcycles, bicycles and pedestrians all share the same narrow roads. They all play a role in maintaining safety. From a global standpoint, the type of mixed traffic encountered in Japan, in which drivers must Japan Japan New Car Assessment Program (JNCAP) Legacy, Exiga, Forester and Impreza received six stars from JNCAP for the safety of their driver and passenger seats. JNCAP is an organization that assesses the safety of new automobiles in Japan. Legacy, Impreza and Forester were awarded the highest safety rating of five stars by ANCAP, an organization based in Australia and New Zealand. * Test vehicles are evaluated using Australian specifications. The United States U.S. National Highway Traffic Safety Administration (NHTSA) Legacy was awarded five stars in all performance testing areas (head-on and side collisions, roll-over resistance), the highest safety rating given by the NHTSA. * Test vehicles are evaluated using U.S. specifications. The United States Insurance Institute for Highway Safety (IIHS) Subaru was the only automaker to receive the Top Safety Pick rating for all of its U.S. models from IIHS. * Test vehicles consisted of the Legacy, Outback, Forester, Tribeca and Impreza models currently being sold in the United States. always pay attention to pedestrians, is unusual. In Scandinavian countries, drivers have to avoid deer darting into the road or sliding because of icy road conditions. In the United States, accidents involving two-ton trucks and passenger cars are common. Subaru automobile bodies are built to avoid being crushed even in collision with large trucks. In contrast, we also apply our ingenuity to the development of car frames that absorb the energy generated by a collision in order avoid crushing smaller vehicles. North American customers in particular increasingly emphasize the protective features of industrial products, especially since the terrorist attacks of September 11, Subaru s brisk performance in North America reflects consumer support for our tireless efforts to create automobiles that are more secure. In order to understand what customers seek in terms of driving pleasure and safety, we conduct case studies prior to new product development. In addition, we undertake product development activities that enhance safety from the driver s perspective. Our product development efforts involve authentic consumer research using local vehicles driven under actual conditions to accurately determine consumer opinions. Pursuing Unlimited Evolution Subaru s constant pursuit of safety is at the core of Subaru s distinctiveness. In order to maintain customer safety through leading technologies, Subaru must continue evolving. If driving pleasure and safety were incompatible, people would naturally focus on collision safety. Subaru has spent nearly 20 years developing the EyeSight Active Driving Assist System by focusing on the events leading up to a traffic accident. EyeSight incorporates pre-collision braking control that uses automatic brakes to avoid 18 FUJI HEAVY INDUSTRIES LTD. ANNUAL REPORT 2011

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